To provide an opportunity for Councillors to report on
Council activities undertaken since the last Ordinary Meeting of Council and
forthcoming ward activities.

Strategic /
policy issues

The following directions contained in Maroondah 2040:
Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide
the strategic framework that underpins the purpose of this report.

Outcome Area:A well governed and
empowered community

Our Vision:Maroondah is an effectively empowered community that is actively engaged
in Council decision making through processes that ensure their voice is heard
and considered. Council provides strong and responsive leadership,
ensures transparent processes and works with the community to advocate and
champion their needs

It is intended that the Mayor and Councillors be given the
opportunity to present a verbal or written report updating Council on the
activities they have undertaken in their role as Councillors and forthcoming
ward activities.

Financial /
economic issues

Not Applicable

Environmental
/ amenity issues

Not Applicable

Social /
community issues

Not Applicable

Community
consultation

Not Applicable

Conclusion

It is appropriate that Councillors formally report to
Council upon the activities they have undertaken in their role as Councillors.

To present the ‘Public Record’ of those Assembly
of Councillors briefings which are attended by all Councillors and generally
held on Monday evenings at the City Offices Ringwood, usually two weeks prior to
the formal Council Meeting, and to note the issues discussed.

Strategic /
policy issues

The following directions contained in Maroondah 2040:
Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide
the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered
community

Our Vision:Maroondah is an effectively empowered community that is
actively engaged in Council decision making through processes that ensure their
voice is heard and considered. Council provides strong and responsive
leadership, ensures transparent processes and works with the community to
advocate and champion their needs

An Assembly of Councillors, as defined under the Local
Government Act 1989 [s.3], is a planned or scheduled meeting, comprising at
least five (5) Councillors and one (1) member of Council staff, that considers
matters that are intended or likely to be:

· the
subject of a decision of the Council; or

· subject
to the exercise of a delegated function, duty or power of Council

Examples of an Assembly of Councillors may include:

· Councillor
Briefings (which are attended by all Councillors and generally held on Monday
evenings),

· On-site
inspections,

· Consultative
Meetings with residents, developers, consultants,

· Panel
Hearings conducted under s223 of the Act,

· Meetings
with local organisations, Government Departments, statutory authorities, and
local politicians

Issue /
discussion

As part of decision making processes at Maroondah, it is
essential that Councillors are briefed on a range of issues which come before
Council for consideration. As a means of providing this information,
Assembly of Councillors briefings are conducted.

Assemblies are also attended by Council Officers, and
sometimes other specific advisors, to provide Councillors with a detailed
knowledge and understanding of issues under consideration to a level of detail
that would inhibit timely decision-making, that would not be possible in an
open Council meeting, where decision-making related debate is governed by
strict meeting procedures.

The intent of this report is to present the ‘Public
Record’ of those Assembly of Councillors briefings which are attended by
all Councillors and generally held on Monday evenings, and to note the items
discussed. This information is already available to the public upon
request in accordance with the Local Government Act [s.80A].

This report and attachments formally table the information
items previously covered by Councillors.

The ‘Public Record’ of the Assembly of
Councillors briefings held on 24 April 2017 and 8 May 2017 is attached for
information.

The items contained therein were noted.

Financial /
economic issues

Not Applicable

Environmental
/ amenity issues

Not Applicable

Social /
community issues

Not Applicable

Community
consultation

Not Applicable

Conclusion

Assembly of Councillors briefings are important forums for
advice and discussion, on what are often complex issues facing the
municipality, in the lead up to formal decisions being made by Councillors at
Council Meetings. At Assemblies, or outside them, Councillors also have
the opportunity of requesting additional information to assist in the decision
making process.

It is appropriate that the ‘Public Record’ of
those Assembly of Councillors briefings which are attended by all Councillors
and generally held on Monday evenings at the City Offices Ringwood, usually two
weeks prior to the formal Council Meeting, be noted at a formal meeting of
Council.

THAT COUNCIL RECEIVES AND NOTES THE PUBLIC
RECORD OF THE ASSEMBLY OF COUNCILLORS BRIEFINGS HELD ON 24 April 2017 and 8
May 2017

ATTACHMENT No:1 - 2017 April 24 - Assembly of Councillors Public Record

Item 2

ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

Assembly Details:

Date: Monday 24 April 2017

Time: 6:05pm

Location: Meeting Room 4, Braeside Avenue, Ringwood

Attendees:

Councillors

Cr Tony Dib, JP (Mayor)

Cr Michael Macdonald

Cr Kylie Spears

Cr Nora Lamont (Deputy
Mayor)

Cr Paul Macdonald

Cr Rob Steane

Cr Marijke Graham

Cr Mike Symon

Council Officers:

Steve Kozlowski

Chief Executive Officer

Dale Muir

Acting Director Corporate Services

Phil Turner

Director Planning & Community

Adam Todorov

Acting Director Operations, Infrastructure & Leisure

Peter Tully

Governance Advisor

Others:

Robyn Williams

Community Safety Officer Item
2

Nick Doherty

Team Leader Customer Service Item
3

Inspector Gerry De Vries

Victoria Police

Apologies:

Councillors:

Cr Samantha Marks (Leave of
Absence)

Council Officers:

Marianne Di Giallonardo, Director Corporate Services

Stephen Onans, Team Leader Governance

Conflict of Interest
Disclosure:

Councillors:

Nil

Council Officers:

Nil

Items Discussed: ##
Confidential

1

Council
Meeting Agenda

2

Victoria
Police Presentation

3

Customer
Service Strategy

Record completed by:

Council
Officer

Peter
Tully

Title

Governance
Advisor

ATTACHMENT No:2 - 2017 May 08 - Assembly of Councillors Public Record

Item 2

ASSEMBLY OF COUNCILLORS – PUBLIC RECORD

Assembly Details:

Date: Monday 8 May 2017

Time: 6:00pm

Location: Meeting Room 4, Braeside Avenue, Ringwood

Attendees:

Councillors

Cr Tony Dib, JP (Mayor)

Cr Michael Macdonald

Cr Kylie Spears

Cr Nora Lamont (Deputy Mayor)

Cr Paul Macdonald

Cr Rob Steane

Cr Marijke Graham

Cr Mike Symon

Council Officers:

Steve Kozlowski

Chief Executive Officer

Marianne Di Giallonardo

Director Corporate Services

Grant Meyer

Acting Director Planning & Community

Adam Todorov

Acting Director Operations, Infrastructure & Leisure

Wendy King

Manager Community Services Item
1

Adam Cooper

Interim Team Leader Youth & Children’s Services Item
1

Heather Cummings

Youth Planning & Policy Officer Item
1

Sherryn Dunshea

Manager Communications & Marketing Item
2

Peter Tully

Governance Advisor

Apologies:

Councillors:

Cr Samantha Marks (Leave of
Absence)

Council Officers:

Phil Turner, Director Planning & Community

Conflict of Interest
Disclosure:

Councillors:

Nil

Council Officers:

Nil

Items Discussed: ##
Confidential

1

Youth
Strategy Update

2

Election
Advocacy Projects 2018/19

3

Wyreena
Heritage Masterplan

4

Review
of Delegations

5

MAV
State Council Meeting 2017 Motions

6

Community
Assistance Fund

Record completed by:

Council
Officer

Peter
Tully

Title

Governance
Advisor

DIRECTOR Corporate Services–Marianne Di Giallonardo

Financial Report: Nine Months
Ending 31 March 2017

Item 3

Purpose

To present the Audit and
Risk Advisory Committee and Council, with a snapshot of Council’s
financial performance for the nine months ending 31 March 2017. Attachment 1
provides the full financial report.

Strategic /
policy issues

The following directions contained in the Maroondah 2040:
Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide
the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered
community.

Vision Statement: In the year 2040, Maroondah will be
an effectively empowered community that is actively engaged in Council decision
making through processes that ensure their voice is heard and considered.
Council provides strong and responsive leadership, ensures transparent
processes and works with the community to advocate and champion their needs.

In accordance with Sections 136,
137 and 138 of the Local Government Act 1989, Council is required each quarter
to consider the financial performance of the municipality against budget for
the year to date (YTD).

This requirement is not a
substitute for the more frequent range of detailed financial reports that
continue to be provided to Council management.

The attached financial statements
contain an Income Statement (Operating Statement); Balance Sheet; Statement of
Cash Flows and a Statement of Capital Works. The Income Statement is presented
per accounting standards by nature.

The statements have been prepared
on the basis of accrual accounting (i.e. including significant accruals) and
non-consolidation (i.e. excludes the results of the Eastern Regional Library
Corporation and Section 86 Committees of Management).

The
statements provide comparisons between actual results and the YTD forecast
budget.

Issue /
discussion

The following is a
summary of the financial position for the nine months ending 31 March 2017.
Detailed report is attached.
1. OPERATING PERFORMANCE

1.1
Overall Operating Performance

YTD

YTD

YTD

Forecast

Adopted

Forecast

Actual

Var

Budget

Budget

$’000

$’000

$’000

$’000

$’000

Operating

Income

115,830

115,886

56

126,700

126,863

Expenses

(88,677)

(87,256)

1,421

(121,106)

(122,046)

Underlying Surplus (Deficit)

27,153

28,630

1,477

5,594

4,817

Capital

Grants - Capital
(recurrent and non-recurrent)

3,662

3,575

(87)

6,565

1,420

Comprehensive
result

30,815

32,205

1,390

12,159

6,237

For the nine months ended 31 March 2017, Council has
recorded an operating surplus before capital revenues of $28.63 million, which
is $1.48 million ahead of the year to date forecast budget.

1.2 Income–YTD Forecast Budgetvariances

The table at 1.2 illustrates how each income stream is performing
at year to date against forecast, by variance. Key variances of note include:

Favourable Variances:

- Rates
and Charges – relates mostly to supplemenary income that has been
achieved over and above forecast.

- Statutory
Fees and Charges – associated with greater than forecast performance
in the Planning, Health and Local Laws area, by $77k, most of which relates to
planning applications.

Unfavourable Variances:

- Contributions
Cash – again, this variance mainly driven from the Planning, Health
and Local Laws area, with Open Space Cash in Lieu down on forecast by $81k. In
general, a resitricted asset, so no significant impact. Will work with service
area to monitor forecast.

1.3 Expenses–YTD ForecastBudgetvariances

The table at 1.3 illustrates how each expense stream is
tracking at year to date against forecast, by variance. Key variances of note
include:

Favourable Variances:

- Employee
Costs – Generally driven by vacancies that have not been filled in
the timeline expected, resulting in reduced expenditure to what was initially
forecast. This has been the case for Planning, Health and Local Laws ($88k),
Community Services ($84k), Leuisre ($44k) and Comms and Marketing ($37k).

- Materials
and Services – Driven by timing, with forecast expenditure already
predicted, by spend now not happening until last quarter of the year.
Specifically the case for Operations (Materials $185k), Planning, Health and
Local Laws (Legal Fees $16k) and Leisure ($81k).

- Contractors
– Largest driver of this variance is Community Services ($579k) –
all in relation to the transition to CHSP and reduced number of referrals.
However, the service area have indicated that they expect to catch-up on the
spend by EOFY.

2.
CAPITAL WORKS

2.1 Capital works YTD expenditure cumulative

* YTD Actual expenditure
includes Carried Forwards

** Forecast Budget expenditure
includes Carried Forwards

The Capital Expenditure program for 2016/17 is $24.553m. A
carry forward amount from 2015/16 of $8.357m is included in the forecast for
the current year.

The chart above indicates how Council is performing year to
date against the forecast, as well as how we are tracking to achieve the year
end target of $36.3m. Currently Council has spent 59.4% of its forecast at the
end of quarter 3, with approximately another $14.7m of forecast remaining for
the last quarter of the year.

3.
RATES

3.1 Actual rates outstanding balance by month

The chart above compares the rates
outstanding as at 31 March 2017 and compares it to the same time, last
financial year. As can be clearly seen in the chart above, rates collection is
on track and virtually at the same balance as the same time last year. As a
percentage, the collection rate has in fact improved compared to last year,
given there was higher dollar value of rates to collect on this year, compared
to last year.

Financial / economic issues

As presented in this report and
accompanying financial statements.

Environmental
/ amenity issues

Not Applicable

Social /
community issues

Not Applicable

Community
consultation

Not Applicable

Conclusion

The 31 March YTD results are
favourable and provide a solid foundation for achieving Council’s
2016/2017 services and advocacy programs.

To advise on the review of Council delegations as prescribed
by section 98(6) Local Government Act 1989.

Strategic /
policy issues

The following directions contained in Maroondah 2040: Our
Future Together and the Council plan 2013-2017 (Year 4: 2016-2017) provide the
strategic framework that underpins the purpose in this report.

Outcome Area: A well governed and empowered
community.

Our Vision: Maroondah is an effectively
empowered community that is actively engaged in Council decision making through
processes that ensure their voice is heard and considered. Council
provides strong and responsive leadership, ensures transparent processes and
works with the community to advocate and champion their needs.

Council is required to review its delegations 12 months
after an election pursuant to section 98(6) Local Government Act 1989. A
register of delegations is maintained as prescribed by Regulation 12 Local
Government (General) Regulations 2015 – available for public inspection.

Delegations are a power or duty or function of Council that
via a formal resolution of Council are delegated to member(s) of Council Officers.
They are a means of effectively streamlining decision-making and enable
Councils to concentrate on the broader strategic issues rather than
administrative and routine matters.

Issue /
discussion

Maroondah has a multiple number of delegations under a wide
range of State legislation – 38 Acts and 13
Regulations - and such is appropriate given the diversity of services
provided by Council.

Councillors have recently had the opportunity to review the
extent of the delegations and to also note that Maroondah’s delegations
are based upon the format provided by Council solicitors, Maddocks. All
delegations are subject to a formal Instrument of Delegation. There are
two types of formal Instruments of Delegations, firstly, Council to the Chief
Executive Officer – with the Chief Executive Officer having power to
sub-delegate; and secondly, Council direct to Council Officers. A small
number of acts do not permit any sub-delegation and these are delegated direct
from Council to Officers, for instance delegations under the Planning and
Environment Act 1987 and the Food Act 1984.

Financial /
economic issues

Not Applicable

Environmental
/ amenity issues

Not Applicable

Social /
community issues

Not Applicable

Community
consultation

Not Applicable

Conclusion

That Council formally notes that a review of delegations has
occurred in accordance with Councils obligations under s98(6) LGA with no
immediate change being required to the existing processes and delegations
within the current register.

THAT WITH RESPECT TO DELEGATIONS OF POWERS DUTIES AND
FUNCTIONS OF COUNCIL, MAROONDAH CITY COUNCIL NOTES AND ENDORSES THE CURRENT
ARRANGEMENTS RELATING TO THE FORMAL PROCESSES FOR DELEGATIONS, HAVING COMPLETED
A REVIEW OF DELEGATIONS IN ACCORDANCE WITH SECTION 98(6) OF THE LOCAL
GOVERNMENT ACT 1989

DIRECTOR Corporate Services–Marianne Di Giallonardo

Audit & Risk Advisory
Committee Report

Item 5

Purpose

To report to Council on the outcomes of the Audit & Risk
Advisory Committee Meeting held on 26 April 2017.

Strategic /
policy issues

The Local Government Act 1989 prescribes that Council must
establish an Audit & Risk Advisory Committee and that such committee will
be advisory in nature. The Audit & Risk Advisory Committee provides a
mechanism for Council to strategically examine various aspects of the Council
operations to ensure risk management, legal compliance, financial control, and
governance measures are in place.

Background

Council’s Audit & Risk Advisory Committee consists
of both Council and external representatives. The Mayor Tony Dib, and
Councillor Mike Symon, are Council representatives on the Committee.

The external members are Mr John Watson (chair), Mr Bruce
Potgieter and Mr Michael Ulbrick.

The Audit & Risk Advisory Committee Charter requires
that this Committee report to Council on the findings and recommendations from
its meetings. This report provides a summary of matters under consideration by
the Audit & Risk Advisory Committee of the meeting held on Wednesday 26
April 2017.

Issue /
discussion

The Annual Financial Report and Annual Performance Statement
for the nine months ended 31 March 2017 were presented for the consideration
and approval in principle of the Audit & Risk Advisory Committee. An
overview of the Statements was provided as well as some analytics explaining
some of the movements in the Statements. The Committee accepted the Statements
and were complimentary in terms of how the information presented. This report
is included as a separate item in this Council Meeting Agenda.

The Audit & Risk Advisory Committee confidentially
considered several other items, which included:

o Cash
Handling & Receipting Review - the Internal Auditors concluded that Council
had an overarching Cash & Handling Policy that incorporates cash handling
procedures and uses the Pathway receipting module and the LINK system to record
customer payments and to process cash payments. The sites that were
reviewed have a safe with a combination access code to store cash.

o Contract Management Review
– the Internal Auditors concluded that Council has in place a contract
management process which is governed by the Council’s Procurement Policy
Procedure and Guidelines. The Procurement Guidelines are comprehensive,
well-structured, and clearly outline Council expectations of Contract managers
in their management of contracts throughout the contract lifecycle.

o OH&S (including
Contractors) Review – the Internal Auditors concluded that
Council’s current controls in place for safety management provide a
framework that complies with AS 4801. They also identified that there is
strong management commitment to occupational health and safety at Council.

o A summary of number of
findings and ratings can be seen in the chart below:

FINANCIAL /
ECONOMIC ISSUES

Council’s
budget provides for the operation of the Audit & Risk Advisory Committee
and for the completion of an Internal Audit Program.

Environmental
/ amenity issues

Not applicable.

Social /
community issues

Not applicable.

Community
consultation

Not applicable.

Conclusion

This report provides a summary of the outcomes of the Audit
& Risk Advisory Committee meeting held on Wednesday 26 April 2017.

That COUNCIL RECEIVES AND NOTES THE
REPORT FROM THE AUDIT & RISK ADVISORY COMMITTEE MEETING HELD ON WEDNESDAY
26 APRIL 2017

Acting DIRECTOR Operations,
Infrastructure & Leisure–Adam Todorov

Capital Works Quarterly
Report 2016/2017

Item 1

Purpose

To present the financial and operational status of major
Capital Works projects for the third quarter of the 2016/2017 financial year.

Strategic /
policy issues

The following directions contained in Maroondah 2040:
Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide
the strategic framework that underpins the purpose of this report.

Outcome Area: A well governed and empowered
community.

Vision Statement:In
the year 2040, Maroondah will be an effectively empowered community that is
actively engaged in Council decision making through processes that ensure their
voice is heard and considered. Council provides strong and responsive
leadership, ensures transparent processes and works with the community to
advocate and champion their needs.

Council, as part of its Adopted Budget 2016/2017, allocated
$24.553m to Capital Works projects. Council has obtained external State
and Federal grants totalling an additional $1.260m.

Capital Works programs status reports are prepared by
management and reviewed monthly at the Capital Works Implementation Group
(CWIG) and presented quarterly to the Audit and Risk Advisory Committee (ARAC).

Provided in this report is an overview of the period 1 July
to 31 March 2017 Capital Expenditure on Council’s major projects,
together with explanations on budget overruns or timing differences in the
stages of project completion.

The report also discusses those Capital Projects which due
to various reasons required funds to be carried forward from the previous
financial year (2015/2016).

Issue /
discussion

The following is a summary of the status of Council’s
major construction projects and financial position for the third quarter of the
2016/2017 financial year.

- $3.1m that was carried forward from the 15/16 financial year, which
relates to the Ringwood Athletics Pavilion ($928k) and East Ringwood
Multipurpose Pavilion ($1.7m) projects;

- $450k from the Federal Government for HE Parker Sporting Pavilion
Redevelopment (which is the majority of their allocation, the rest of which is
anticipated in 17/18);

- $750k from external funding sources (State and Federal Government)
for the East Ringwood Multipurpose Pavilion project; and

- $2.3m from the Building Renewal budget (note that the building
renewal line item has a reduction in the budget of this amount), which has been
allocated to individual building projects within this category

· 2Roads – Variation between adopted
($4.3m) and forecast ($6.05m) budgets is due primarily to the $1.65m that was
carried forward from the 15/16 financial year, which includes the Roads to
Recovery program (Lincoln Road) ($990k), Bedford/Great Ryrie Street
Signalisation ($418k), and some other minor road improvement projects.

· 3 Rec Leisure and Community
Facilities – Variation between adopted
($2.4m) and forecast ($3.7m) budgets is due to the $1.45m that was carried
forward from the 15/16 financial year, which relates primarily to the AC
Robertson Athletics Track Renewal project and some other minor associated
projects;

· 4 Parks and Open Space – Variation between adopted ($2.2m) and forecast ($2.9m)
budgets is due to primarily to the $332k that was carried forward from the
15/16 financial year, which relates to the East Ringwood Reserve Drainage and
Landscaping ($155k) and other minor park improvement works;

· 5 Plant, Machinery and
Equipment – Variation between adopted ($3.5m)
and forecast ($3.7m) budgets is due primarily to the $74k that was carried
forward from the 15/16 financial year, which relates to the Plant &
Equipment replacement program

· 6 Computers and
Telecommunication - – Variation between
adopted ($920k) and forecast ($1.6m) budgets is due primarily to the $587k that
was carried forward from the 15/16 financial year, which relates to a number of
the IT based projects

Financial /
economic issues

CARRIED FORWARDS

These projects have funds allocated in 2015/2016 budget year
and have been carried forward into the 2016/2017 budget year to allow
completion of projects. Attachment 1: Projects Carried Forward 2015/2016
shows the current status of these projects.

PROJECT STATUS

See Attachment 2: Project Status 1 July to 31 March
2017.

CAPITAL WORKS YTD –
EXPENDITURE (CUMULATIVE)

* YTD Actual expenditure
includes Carried Forwards

** Forecast Budget expenditure
includes Carried Forwards

Currently Council has spent 59.4% of its forecast at the end
of quarter 3, with approximately another $14.7m of forecast remaining for the
last quarter of the year.

Environmental
/ amenity issues

Not Applicable

Social /
community issues

Not Applicable

Community consultation

Not Applicable

Conclusion

The 2016/2017 Capital Works Budget is tracking close to
projection at the third quarter point. Most carried forward projects are
now complete. End of year forecast budget is $11.1m above adopted due to
variations of brought forwards to complete large projects.

THAT COUNCIL RECEIVES AND
NOTES THE REPORT ON THE PROGRESS AND STATUS OF CAPITAL WORKS PROJECTS FOR THE
PERIOD 1 JULY TO 31 MARCH 2017

ATTACHMENT No:1 - Carried Forwards 15/16 Status Graph

Item 1

ATTACHMENT No:2 - Capital Works Project Status at 31 March 2017

Item 1

DIRECTOR Planning &
Community–Phil
Turner

Draft Youth Strategy -
Public Exhibition

Item 1

Purpose

To resolve to place the Draft Youth Strategy on public
exhibition for community comment.

Strategic /
policy issues

The following directions contained in Maroondah 2040:
Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide
the strategic framework that underpins the purpose of this report.

Outcome Area:Safe, healthy and
active

Our Vision:In 2040, Maroondah will
be a safe, healthy and active community with local opportunities provided for
people of all ages and abilities to have high levels of social, emotional and
physical wellbeing.

Key Directions 2016 – 2017:

1.5 Facilitate
the provision of affordable, accessible and responsive services, resources and
initiatives that support the physical and mental health and wellbeing of the
community

1.6 Actively
promote health and wellbeing principles and initiatives within the community

1.9 Facilitate
development of integrated health and community service hubs within
neighbourhood centres in partnership with key service providers

1.11 Work in
partnership to address and promote awareness of mental health issues within the
community

1.14 Ensure that all
young people and their families in Maroondah have access to affordable
childcare, education, health and leisure services

1.17 Promote healthy
eating and physical activity by supporting education initiatives and providing
a diverse range of accessible open spaces, and recreation facilities and
services

1.19 Provide a range
of integrated recreation and leisure facilities that meet the needs of all ages
and abilities

Priority Action 2016-2017:

Complete development of the Youth Plan 2017-2021 and
present to Council for consideration

Background

The newly developed Youth Strategy replaces the Maroondah
City Council Youth Plan 2012-2016 as Council’s key strategic document
regarding its work with and for young people.

The Youth Strategy seeks to:

· Guide and focus Council’s work with and for young people

· Ensure that Council delivers best practice services for young people
and their families

· Utilise a strong evidence base to help Council better meet the needs
of Maroondah’s young people

· Ensure that Council is actively engaged with young people and
responsive to their needs

· Outline how Council will raise the well-being of Maroondah’s
young people

Extensive community consultation and research informed the
development of the Youth Strategy, including consultation with over 5000 young
people, as well as youth service providers, parents / carers, and community
members. Internal engagement across many Council service areas has also
contributed to the development of the Youth Strategy.

The new Youth Strategy adopts a well-being framework based
on the multi-dimensional model of adolescent well-being developed by the
University of Melbourne.

In this model, there are six domains of well-being that
cover multiple elements of a young person’s life:

· Psychological wellbeing

· Cognitive wellbeing

· Emotional wellbeing and strengths

· Social wellbeing

· Physical wellbeing

· Economic wellbeing

This model informs Council’s understanding of the
well-being of Maroondah’s young people, and our approach to raising it
through the Youth Strategy.

Scope of the Youth Strategy:

· The Youth Strategy covers the age range of 10 – 25 years

· The Youth Strategy is a Council-wide strategic document

· The Youth Strategy does not cover organisations or groups outside of
Council – it does however aim to guide some of Council’s work with
those organisations or groups

· The Youth Strategy will commence in 2017, but will not have a set
end-date – it will be reviewed every two years and renewed when required

· To ensure that Council is responsive to changes in need and
evidence, the Youth Strategy will have a sequence of two-year action plans that
sit under, but separately from, the Youth Strategy

Issue /
discussion

Using strong evidence, Council has developed a strategy that
outlines its strategic focus regarding its work with and for young people over
the coming years. The strategic framework of the Youth Strategy is
outlined below.

Vision:

Maroondah’s young
people are flourishing as part of a healthy and thriving community

Mission:

To raise the well-being
of Maroondah’s young people

Strategic Outcomes:

· Maroondah’s young people are HEALTHY

· Maroondah’s young people are CONNECTED

· Maroondah’s young people are ENGAGED

· Maroondah’s young people are PREPARED

Key Directions:

Maroondah’s young people are HEALTHY:

1. Provide
high quality accessible services and activities that support young people to
develop their HEALTH and wellbeing in all aspects of their lives

2. Educate
and empower young people to make positive choices about their HEALTH

3. Support
young people to have safe and respectful relationships that protect and build
their physical and emotional HEALTH

4. Ensure
Maroondah provides a safe and HEALTHY natural and built environment for young
people now and into the future

5. Develop
the community’s capacity to effectively build and support young people’s
HEALTH and wellbeing

6. Advocate
for the provision of affordable, accessible, high quality and responsive
services, resources and initiatives that effectively support the HEALTH and
wellbeing of Maroondah’s young people

Maroondah’s young people are CONNECTED:

1. Build
young people’s sense of belonging and CONNECTION through the
strengthening of positive relationships with their peers, families, and
communities

2. Support
young people to CONNECT with the digital world in positive and safe ways

3. Provide,
develop and advocate for safe and effective options that CONNECT young people
to places and opportunities

4. Work
in partnership with stakeholders to ensure that young people and their families
know about, and feel confident to CONNECT with, the range of services,
opportunities, and information available to them

Maroondah’s young people are ENGAGED:

1. Ensure
that young people are effectively informed and ENGAGED on matters that affect
them and their community

2. Employ
principles of youth participation and co-design to ensure young people are
effectively ENGAGED in making decisions about themselves and their community

3. Support
young people to develop leadership and advocacy skills that assist them to be
actively involved and ENGAGED citizens

4. Provide,
promote and advocate for a wide range of meaningful opportunities in Maroondah
that young people want to ENGAGE with

5. Recognise
and celebrate young people’s accomplishments to support their ENGAGEMENT
in the Maroondah community

Maroondah’s young people are PREPARED:

1. Equip
young people with skills and knowledge that PREPARE them to successfully
navigate change, grow from life’s challenges, and build their resilience

2. Leverage
the use of character strengths to PREPARE young people to flourish throughout
their lives

3. Support
the development of positive learning environments in Maroondah that are
engaging for young people and effectively PREPARE them for the future

4. Assist
young people to be work ready and PREPARED for the changing landscape of
employment

5. Support
parents, schools, and youth service providers to better understand young people
and feel confident to PREPARE them to grow into adulthood

Councillors were briefed on the Youth Strategy’s draft
strategic framework prior to the public exhibition process. A full copy
of the Youth Strategy will be circulated to Councillors prior to the public
exhibition period.

Financial /
economic issues

The Youth Strategy will be implemented within existing
resources.

Environmental
/ amenity issues

Through the consultation process a number of items were
raised in relation to Maroondah’s natural and built environment.
The Youth Strategy outlines a several Key Directions which will address
environmental and amenity issues for the benefit of young people.

Social /
community issues

All four of the Youth Strategy’s Strategic Outcomes
(i.e. Healthy, Connected, Engaged, Prepared) cover social and community aspects
of young people’s lives. The Youth Strategy outlines several Key
Directions which support the development of healthy and positive social
connections and the strengthening of young people’s engagement in the
community.

Community
consultation

The development of the Youth Strategy was underpinned by
significant consultation and needs analysis work, which involved four key
components:

· The Maroondah Well-being Survey in schools, conducted in partnership
with The University of Melbourne

· Broader youth consultation, to reach those young people not able to
access the school survey – this included 11 youth focus groups,
consultations at Maroondah Festival and an additional youth survey

· Stakeholder consultation, including youth service providers, school
staff and parents/carers

· Research, including demographics, social and well-being data, youth
needs/issues, and best practice youth service delivery

Conclusion

The draft Youth Strategy has been developed through
extensive consultation, engagement, and research work, and is informed by a
strong evidence base. Council now seeks to place the draft Youth Strategy
on public exhibition to obtain community feedback and ensure that Council is
meeting the needs of Maroondah’s young people.

To provide an update on the progress of priority actions
identified in the Council Plan 2013-2017 (Year 4: 2016/17)

Strategic /
policy issues

The following directions contained in Maroondah 2040:
Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide
the strategic framework that underpins the purpose of this report.

Outcome Area:A well governed and
empowered community

Our Vision:In 2040, Maroondah will
be an empowered community that is actively engaged in Council decision making
through processes that consider the needs and aspirations of all ages and
population groups. Council will provide strong and responsive leadership,
ensuring transparency, while working with the community to advocate for and
‘champion’ local needs.

8.4 Foster a culture of innovation, cooperation, commitment,
communication, and continuous improvement that positions Maroondah City Council
as a leader in local government

Priority Action 2016-2017:

Not Applicable

Background

The Council Plan 2013-2017 is Maroondah City
Council’s key medium-term strategic document that sets key directions and
priority actions to work towards the long-term community vision outlined in
Maroondah 2040: Our future together.

The Council Plan plays a vital role in shaping
Maroondah’s future over a four-year period. It identifies both challenges
and opportunities for our community at local and regional level within the
context of the community’s long term community vision, Maroondah 2040:
Our future together. It also forms the basis for Council to make decisions
regarding resources and priorities in response to community needs and
aspirations.

The Council Plan is implemented through a service
delivery planning process, and outcomes are measured and reported regularly.
Achievements are reported back to Council and the community through the
Maroondah City Council Annual Report at the end of each financial year.

Issue /
discussion

Each year, Council presents to the
community an updated set of key directions and priority actions for
implementing the four-year Council Plan. This helps to ensure that the Plan
continues to be aligned with Maroondah 2040: Our future together, the
community’s long-term vision, and is responsive to community needs and
expectations. The review also helps to ensure that all Council planning,
strategies, policies, and processes take their lead from the key directions
outlined within the Plan.

The Council Plan is divided into
eight future outcome areas, each with a set of four-year key directions
(strategies), annual priority actions, strategic indicators and supporting
strategies and plans. The priority actions identified work towards the
achievement of the key directions, and ultimately toward the outcomes and
vision outlined in Maroondah 2040: Our Future Together.

The attached report identifies the
progress made by Council this financial year in working towards the delivery of
the Council Plan 2013-2017 (Year 4: 2016/17) Priority Actions.

As at 31 March 2017, all 24
Council Plan Priority Actions for 2016/17 were on track.

Financial /
economic issues

Not Applicable

Environmental
/ amenity issues

Not Applicable

Social /
community issues

Not Applicable

Community
consultation

Not Applicable

Conclusion

The attached report identifies that Council in continuing to
make excellent progress in working towards the delivery of Council Plan
priority actions for 2016/17.

To provide a financial year-to-date report of
Council’s Local Government Performance Reporting Framework (LGPRF)
service performance information as at the end of the third quarter of 2016/17
(31 March 2017).

Strategic /
policy issues

The following directions contained in Maroondah 2040:
Our Future Together and the Council Plan 2013-2017 (Year 4: 2016-2017) provide
the strategic framework that underpins the purpose of this report.

Outcome Area:A well governed and
empowered community

Our Vision:In 2040, Maroondah will
be an empowered community that is actively engaged in Council decision making
through processes that consider the needs and aspirations of all ages and
population groups. Council will provide strong and responsive leadership,
ensuring transparency, while working with the community to advocate for and
‘champion’ local needs.

8.4 Foster a
culture of innovation, cooperation, commitment, communication, and continuous
improvement that positions Maroondah City Council as a leader in local
government

Priority Action 2016-2017:

Not Applicable

Background

The LGPRF is a mandatory reporting system developed by
Local Government Victoria which was introduced in 2014 to ensure all Victorian
Councils are measuring and reporting on their performance in a consistent way.

The framework is made up of service performance,
financial performance, and sustainability measures, along with a governance and
management checklist. Together these components build a comprehensive picture
of local government performance.

These measures are reported in Council’s Annual
Report each year via the Report of Operations and Performance Statement
sections as required by the Local Government (Planning and Reporting)
Regulations 2014 and associated elements of the Local Government Act
1989.

End of financial year results are also publicly
released on the Victorian Government’s ‘Know Your Council’
website in November each year. This site provides information on the sector and
enables users to benchmark the relative performance of Councils on LGPRF
indicators.

Issue /
discussion

Maroondah City Council continues to monitor LGPRF
indicator results on a quarterly basis for service performance indicators and
annually for financial performance and sustainable capacity indicators.

A report that outlines LGPRF service performance
indicator results as at the end of the third quarter of 2016/17 (31 March 2017)
is attached to this Council Report.

Due to the implementation of a new Maternal and Child
Health (MCH) system during the quarter, several MCH related measures cannot be
reported upon for this particular period.

It is also important to note that many of the financial
measures included in this report will not necessarily reflect or be predictive
of annual performance due to the phasing of service delivery across the year
and seasonal influences.

Maroondah City Council will continue to monitor its
performance against LGPRF indicators and report on its performance quarterly to
ensure accountability and transparency.

Financial /
economic issues

Not Applicable

Environmental
/ amenity issues

Not Applicable

Social /
community issues

Not Applicable

Community
consultation

Not Applicable

Conclusion

Council’s third quarter results for LGPRF service
performance indicators are presented in the attached report. Annual results for
the 2016/17 financial year will be reported to Council in August 2017 and
published on the Victorian Government ‘Know Your Council’ website
in November 2017.